Cultivating a Fertile Ground for Talent, Unleashing Momentum for Development, and Ushering in a New Chapter of High-Quality Corporate Growth — Shenglong Co., Ltd. Holds a Human Resources Work Conference

On the morning of March 18, Shenglong Shares’ human resources work conference was successfully held. Lu Youxia, Party Secretary and Chairwoman, and Yan Jun, Deputy Party Secretary and General Manager, attended the meeting and delivered important speeches. The meeting was chaired by Zhang Baomin, Deputy Party Secretary. Members of Shenglong Shares’ leadership team, all employees of the headquarters, as well as the principal leaders of its subsidiaries, heads of human resources, and human resources staff were in attendance. Participants also included those undergoing secondment for training and job rotation, along with representatives from mentor–apprentice pairing programs.

The human resources work conference kicked off its first agenda item with a series of data analyses. Yan Jun conducted a comprehensive review and in-depth analysis of Shenglong Shares’ current HR landscape, focusing on three key areas: the existing HR structure, the problems and shortcomings in HR operations, and the strategic directions for the next phase of HR efforts. “He who knows others is wise; he who knows himself is enlightened.” Only by gaining a clear understanding of one’s own situation can one truly feel confident. With a perspective that “examines distribution across horizontal categories and expertise within vertical sub‑fields,” Yan Jun analyzed the data structure across six dimensions—gender, age, educational background, professional title, skills, and occupational (professional) qualifications—acknowledging achievements while also identifying existing challenges.

Only by turning the blade inward can we excise deep‑seated ills. Yan Jun explicitly pointed out that, in terms of ideological alignment and policy implementation, various units still fall short of the expected goals. To transform the human resources brand from a cultural asset into tangible productivity, the first step is to act decisively and swiftly, cutting away what stands in the way… “An intractable malady that contradicts the strategic objectives of ‘a more optimized talent structure, more ideal talent recruitment, a more systematic talent-development framework, a more scientific incentive mechanism, and a more advanced level of digitalization and intelligentization.’” Yan Jun argues that to transform the “problem list” into a “performance‑fulfillment checklist,” four key efforts must be made: first, diligently implement the “1246 Employee Development Plan”; second, effectively carry out the “cultivation and recruitment of high‑level talent”; third, fully put into practice the mechanism of “allowing cadres to both rise and fall, employees to both enter and exit, and salaries to both increase and decrease”; and fourth, earnestly execute the deployment of “digitalization and intelligentization.”

At the meeting, Zhang Baomin read out The 2025 Employee Development Plan, along with the notice on secondment training and job rotation, outlines the pairing arrangements for this year’s mentor‑apprentice program.

The respective companies reported in turn. The arrangements and implementation status of the guiding principles from the 2025 Management Improvement Work Conference, as well as the key initiatives for human resources work in 2025.

On‑the‑job training, post exchanges, and mentor–apprentice representatives took to the stage one after another, speaking with conviction and high spirits. Their resolute statements conveyed the courage to engage in hands‑on practice, the tenacity for well‑rounded growth, and the determination to carry forward time‑honored skills, collectively highlighting the vibrant character of Shenglong’s people.

The meeting also included a grand ceremony. The “Master‑Apprentice” mentorship ceremony. Within its rites, there is the reverent recitation of the apprenticeship petition, the heartfelt presentation of the response letter, and the comforting warmth of the apprentice’s tea; beyond the formalities lies a virtuous exchange—masterly guidance offered wholeheartedly and humble seeking of knowledge—alongside a cyclical dynamic of “old trees sprouting new buds” and “newcomers swiftly growing,” ensuring the enduring legacy of artisanal craftsmanship. With the ceremony concluded, the “community of shared growth” between master and apprentice is officially launched, and a well‑ordered tradition of mentorship begins to take root.

Finally, Lu Youxia, based on the current state of human resources, put forward two… The vision of “perfect alignment” means that the pace of team growth must keep step with the rapid expansion of internal business, and the speed at which talent is attracted must match the swift changes in the external environment. She pointed out that the rapid evolution of internal operations is reflected in steadily rising production capacity, the continuous refinement of the product portfolio, and the transformation of project development—from barren land to bustling machinery, from deep‑buried mineral veins to groundbreaking. As for the rapidly shifting external landscape, we must look both near and far: closely examine benchmark companies to uncover the “secrets” behind their rapid growth and the “effective strategies” they employ to leverage talent; and also look ahead, riding the wave of intelligent and digital transformation, and capitalizing on the momentum of AI‑driven initiatives and the burgeoning robotics industry. How can we achieve this dual “perfect alignment”? The answer rests with each individual—manifested in concrete capabilities and embedded in every human‑resources function.

Lu Youxia pointed out that the key to human resources lies in “internal development and external recruitment.” On the internal front, two measures must be effectively implemented: first, fully put into practice the “one exchange mechanism,” “two career paths,” “four talent pools,” and “six major enhancement initiatives” outlined in the employee development plan, thereby comprehensively optimizing the organization’s human resource structure; second, deeply embed the principle of “cultivating talent through challenging tasks and selecting leaders through real‑world performance”—as the saying goes, “tools are sharpened on stone, and people are honed through experience.” ”, identify and cultivate internally talented individuals, helping them quickly step into the spotlight. On the external recruitment front, we will rigorously uphold three key principles: first, retain talent through competitive compensation, introducing more flexible incentive mechanisms; second, foster loyalty through emotional connection, embedding humanistic care in our corporate culture and carrying forward the “Three‑Garden” ethos of building a “warm home, a nurturing campus, and a joyful workplace”; third, secure commitment by offering meaningful career prospects, strategically designing platforms for employee growth, and steadily advancing our ambitious vision for production capacity, asset scale, and industrial layout—planting the right trees to attract the phoenix, drawing in more high‑caliber talent, and jointly witnessing our journey from transformation to metamorphosis and ultimately to exponential growth. With spring setting the tone for the year, let us forge ahead with concrete actions to write a new chapter. This Human Resources Work Conference, while aligning with the theme of the “Year of Focused Implementation,” has boosted morale, clarified priorities, and inspired all cadres and employees to become active participants in talent exchange, pioneers of reform and innovation, and the main force behind talent development, bringing together outstanding individuals from all walks of life to support the company’s long‑term growth. In doing so, it provides an inexhaustible source of momentum for realizing Shenglong Shares’ grand vision. (Text by Lu Yi, Photos by Meng Ziyue)